TD Canada Trust (Abridged)

Posted: 21 Mar 2010

See all articles by Dennis Campbell

Dennis Campbell

Harvard University - Accounting & Control Unit

Brent Kazan

Harvard University - Business School (HBS)

Date Written: December 14, 2009

Abstract

The case illustrates the role of performance measurement and analytics in translating TD-Canada Trust's service model of comfortable banking into operational terms. In 2000, in a banking market where consumers and regulators were typically hostile to mergers and acquisitions, Canada's fifth largest commercial bank, Toronto-Dominion Bank (TD Bank), undertook a merger with a relatively small trust company, Canada Trust, which was known for exceptional customer service. To assuage the concerns of regulators, consumer groups, and newly acquired customers, TD Bank made several public pronouncements promising to maintain Canada Trust's high customer service standards and to deliver a comfortable banking experience. Chris Armstrong, executive vice president and chief marketing officer, was now faced with the task of defining the comfortable banking model and consistently delivering on these promises. Armstrong and his team undertake a systematic analysis of the drivers of customer satisfaction and branch network profitability and, based on the results, must decide how to change TD-Canada Trust's branch compensation and performance reporting systems to consistently, and profitably, deliver a comfortable banking experience.

JEL Classification: G21

Suggested Citation

Campbell, Dennis and Kazan, Brent, TD Canada Trust (Abridged) (December 14, 2009). HBS Case No. 110-049, Harvard Business School Accounting & Management Unit , Available at SSRN: https://ssrn.com/abstract=1571168

Dennis Campbell (Contact Author)

Harvard University - Accounting & Control Unit ( email )

Soldiers Field
Boston, MA 02163
United States

Brent Kazan

Harvard University - Business School (HBS) ( email )

Soldiers Field Road
Morgan 270C
Boston, MA 02163
United States

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